2010 best practices
TRANSCRIPT
2010 BEST
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201 East Main Street, Suite 1405, Lexington, KY 40507 � P: (859) 514-9153 � F: (859) 514-9166 � www.nascio.orgAll rights reserved.© NASCIO, 2010
Cross-Boundary Collaboration & PartnershipsThis category addresses identifying, planning, coordinating, sharing, integrating or joining up formerlynon-integrated IT-related organizational goals and strategies. These could include governance andmanagement, policies, business processes, data and information, systems and applications,services, technologies and infrastructure.
Data, Information & Knowledge ManagementThis category covers strategies, processes, applications, solutions, initiatives or programs that create,use, process, leverage, archive or manage data, information, content, knowledge and intellectualvalue, property or capital. Outcomes and benefits may include the provision of information-relatedcontent and services, as well as support for the development of policies, performance assessments,funding, decision-making and making government more transparent and/or inter-connected.
Digital Government: Government to Business (G to B)This category addresses innovative applications that foster improved interaction between governmentand business, including better service at less cost to business for regulatory compliance, newbusiness formation, and day-to-day government-to-business interactions.
Digital Government: Government to Citizen (G to C)This category covers governmental applications that provide innovative services or communicationchannels for citizens, provide for open government, increase government's efficiency and/or stimulatecitizen engagement and interaction.
Digital Government: Government to Government (G to G)This category addresses digital government initiatives aimed at enhancing intergovernmentalcollaboration, planning, performance, transparency, fiscal accountability, cross-jurisdictional servicesand intergovernmental transaction processing.
Enterprise IT Management InitiativesThis category encompasses state efforts to plan, organize and execute enterprise-wide technologyinitiatives. The focus should be on solutions that employ policies, best practices and processes forenterprise change management, workforce development, governance, or transformation of service delivery.
Improving State OperationsThis category covers technology initiatives and business process improvements implemented tomake government operations more efficient and effective. Because “States Run on IT” as describedin NASCIO's 2009 document, nominations in this category should emphasize how IT has played acritical role in transforming government operations.
Information Communications Technology (ICT) InnovationsThis category covers initiatives or services that leverage communication technologies to transformgovernment or promote economic development, interoperability and improved quality of life. This maybe accomplished by facilitating or providing communications capabilities that increase citizen access,enable state government to operate more efficiently and effectively or offer more innovative,responsive, and personalized services to citizens. Initiatives or services could be unique uses ofcurrent technology or the application of leading-edge technology.
Open Government InitiativesThis category addresses efforts to make government more transparent and accountable and tostimulate civic engagement. Submissions can include any type of electronic interface and maydemonstrate unilateral initiatives as well as two-way communication capabilities.
Risk Management InitiativesThis category incorporates IT security and privacy as strategic state initiatives, as well as disasterrecovery planning (DRP) and continuity of government (COG) operations. It encompasses initiativesthat help states prepare for major incidents such as natural or man-made disasters, cyber attacks,pandemics or major infrastructure failures. Testing and mock exercise results can be included as bothpart of execution (adapting plan) and outcomes.
AWARD CATEGORIES
Co-Chairs:
Brenda L. Decker, State of NebraskaJerry Fralick, State of North Carolina
Claire Bailey, State of ArkansasTim Brett, INPUTJohn Bunn, MicrosoftOrrin Butterfield, State of MinnesotaRoss Chevalier, Novell IncBreck DeWitt, EMC CorporationLarry Free, Gartner IncChristian Fuellgraf, Grant Thornton LLPAnne Gregory, IntelJerry Hair, Deloitte Consulting LLPViann Hardy, MAXIMUS IncMichael N. Hogarth, ESI InternationalDirk Huggett, State of North DakotaKarla Hulett, Accenture
Gregory Jackson, CGI Technologies &Solutions IncKeith Johnson, Oracle USA IncBob Kennedy, Compuware CorporationRichard Leadbeater, ESRIDave Maxwell, State of MaineKathy Moore, State of West Virginia
Michael Moore, EquaTerraPatrick Moore, State of GeorgiaPatricia O'Donnell, JPMorgan Chase
Brenda Orth, Commonwealth of PennsylvaniaAlana Owen, State of OklahomaAndris Ozols, State of MichiganJohn Punzak, Red HatChristy Quinlan, State of CaliforniaStacy Roland, Verizon BusinessCarter Schoenberg, Motorola
Emily Hines Seibert, Commonwealth of VirginiaRico Singleton, State of New YorkAyanna Smith, District of ColumbiaLoni Kao Stark, Adobe SystemsBrett Stott, NICTony Tortorice, State of WashingtonKathy Twomey, Citrix SystemsRobert D. Woolley, State of UtahDouglas M. Young, State of MissouriBrad Zerbe, State of Arizona
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"The Universal Financial Aid System has transformed how students apply for the financial aidthey need to complete their college degrees. The system provides streamlined access to allfinancial aid programs in which a student may be eligible."
Governor Mike Beebe, State of Arkansas
Finally, the Department of Higher Educationpersonnel manage the eligibility and awardprocess for all aid programs within theadministrative components of the system thatreplaces outdated disparate databases andsystems previously used. Integration with third-party sources is a key success factor andincludes federal level FAFSA (family income)data, state level TRIAND high school transcriptdata, higher education institution enrollmentverification data, and state financial integrationfor automated disbursement of funds. Dataintegration eliminates manual processing anderrors, and also expedites the review and awardprocess.
This year, 125,000 applications were receivedthrough the system, an increase of more than441 percent over the previous year. $150million in aid was awarded to over 50,000college freshman, traditional, and non-traditionalcollege students due in part to recent passageof the Arkansas lottery, and legislative changesthat expanded many of the financial aidprograms. In the first year of operation, everyeligible high school graduate applying for aidreceived an award through the system.
ARKANSAS: Universal Financial AidManagement System
The Arkansas Department of Higher Educationworked with Governor Mike Beebe and theGeneral Assembly to improve the financial aidprocess for students looking to attend college forthe first time or continue with their education.
Millions of dollars in financial aid and scholarshipfunds went unused in Arkansas due to acumbersome paper process and more than 21different programs requiring individual processesand documentation. Students, parents, andcounselors were not always aware of variousprograms or how best to gain access and apply.
In a matter of minutes, students answer a fewbasic questions and the “YOUniversal” FinancialAid System determines aid for which they maybe eligible across all 21 programs. Studentsmay then submit one application, simplifying theprocess into one easy step.
The financial aid, scholarship, and loan awardingprocess is managed through the system whichelectronically notifies the student. Studentsmanage their financial aid profile throughout theirhigher education experience within a securestudent module.
CONTACT:DR. JIM PURCELLDirectorDepartment of HigherEducation(501) [email protected]
CORPORATEPARTNER:NIC
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CROSS-BOUNDARYCOLLABORATION &PARTNERSHIPS
Cross-Boundary Collaboration andPartnershipsARKANSAS: Universal Financial AidManagement SystemSeated:Tara Smith, Dr. Jim PurcellSecond row, left to right: Phil Axelroth,Kassandra Mize, Elyse Price, Janet Grard,Lisa Smith, June Morgan, Wendy McCullarBack Row, left to right: Harold Criswell,Forest Boles, Daniel Pollock, Phil Billingsley,Bob Sanders
Data, Information and KnowledgeManagementPENNSYLVANIA: Child Support PortalLeft to right: Amy Wasko, Ed Heston, TeresaShuchart, Eric Cole, Jody Pender
Digital Government: Government toBusiness (G to B)NEVADA: Department of Motor Vehicles’Vehicle Information DatabaseFront row, left to right: Estrella Coulter, LouiseRoberts, Arun KumaranBack row, left to right: Prashanth Vankalapati,Praveen Madhusudhanan, Asit Kumar, NancyLinna, Leonardo Castano Duque, LloydNelson, Edgar Roberts, Director
Digital Government: Government toCitizen (G to C)CALIFORNIA: C-IV: Providing CaliforniansAccurate and Efficient Access to Health andSocial Service BenefitsFront row, left to right: Jerry Nielson, KarenRapponotti, Sejla Begic, Jason HortonMiddle row, left to right: Lawrence Chiu, MilindNirgun, Sam PetersonBack row, left to right: Matt Gross, Ben Mackin
Digital Government: Government toGovernment (G to G)VIRGINIA: Laboratory InformationManagement System (LIMS)Left to right: Melody Morton, Tasneem Hyder,Willie Andrews, Sam Martin, Kim Turner, DennisNettesheim, Tony Williams, Linda Hines, VickieTyson, Maurion Edwards, Ed Shaw, MazharAbbas, Dr. Jim Pearson
Enterprise IT Management InitiativesUTAH: Creating Utah's Cloud InfrastructureLeft to right: Stuart Roundy, Joe Tripp, ChrisKunde, Darrus McBride, James Kammeyer,Jonathan Foster, Devin Calcut, TerryForsgren, Richard Madsen, Tim Cornia, JimMatsumura, LaRon Taggart, Aaron Jeter,Adam Sorenson, Greg Jackson
Improving State OperationsILLINOIS: Data Center Server Consolidationand Virtualization ProjectPictured: Members of the ServerConsolidation & Virtualization Team, Bureauof Communication & Computer Services,Central Management Services, State ofIllinois
Information CommunicationsTechnology (ICT) InnovationsPENNSYLVANIA: STARNetSeated, left to right: Holly Caudill, Robert Dowell,Hector Lara, Debra EagleStanding, left to right: Bob Barnham, AaronBadowski, Adam Repsher, Jim Morey, JohnSkudalski, Leo Keenan, Clint Heiser, FranklinMoore, Bob Lesniewski, Teresa Nelson, AlanAbt, Charlie Brennan, Jim Parcels, JackSeefeldt, Brad Bomer, Dave Forster, ShamekaGooding, Greg Steckel, Mark Wrightstone, SteveKuller, Keith Leto, Jesse Henry, Michael Snyder
Open Government InitiativesMINNESOTA: “What's in My Neighborhood?"Website Redesign ProjectLeft to right: Tad Schindler, David Fawcett, GregSiems, Karin Erickson, Reid Gagle, Sherry Liu,Leslie Goldsmith, Sara Mueller, Jason EwertNot pictured: Myrna Halbach, Joan deMeurisse,Rick Newquist
Risk Management InitiativesMICHIGAN: The Government CloudProtection Program: Disaster RecoveryServices Transformed for the Perfect StormFront row, left to right: Donald E. Hertzske, CarolSteele Sherman, David BorzenskiSecond row, left to right: Jason Nairn (Sponsor),Stacey Nieto, Matt Caterino, Stephen M. Doerr,Jim Kanya, Daniel J. Lohrmann (Sponsor)Not pictured: Jon Anderson and John Patterson
PHOTO IDENTIFICATION
“Child support is about more than money; it’s about improving the quality of life for children andfamilies throughout the commonwealth. The PAChild Support Portal has fundamentallytransformed the way parents interact with Pennsylvania’s child support program, as well as theway case workers do their jobs.”
Brenda Orth, Chief Information Officer, Commonwealth of Pennsylvania
case information. Further, the burden on othersocial service programs has been reduced byhaving the non-custodial parent contribute tothe child’s financial well being and medicalinsurance. Employers are able to provideaccurate information about non-custodialparents, enabling faster income attachmentwhich leads to increased collections. Theseimprovements in service have helpedPennsylvania become one of the leading childsupport programs in the country by making iteasy, cost effective, fast, and more accurate forcitizens to interact with the program.
The Realized Return on Investment� $1,462,268.40 saved due to customer
demographic updates.� Greater confidence in electronic service
delivery mechanisms such as e-disbursement and e-collections whichsaved $50,000,000 over five years.
� Approximately $7,810,000 saved throughreduced numbers of “no shows” toappointments.
� Approximately $430,000 saved as moneyon-hold is released to payees.
PENNSYLVANIA: Child Support Portal
In Pennsylvania, roughly 1 in 10 people areinvolved in the Department of Public Welfare’sChild Support Enforcement Program as acustodial parent, non-custodial parent,beneficiary or employer.
Customer service being a prime component ofprogram administration, it was evident thatcustomer “self- service” needed to be theprimary approach. But how can accurate, timely,and meaningful information be made available tochild support customers cost-effectively whileproviding personalized service to eachcustomer?
The solution was to provide citizens with acomprehensive “one stop” portal for 24x7 childsupport customer service and informationdelivery. This information must be consistentacross communication channels such asintegrated voice recognition, customer helpdesk, and web self service.
By reducing the time spent answering commonquestions, case workers now focus their time onlocating absent parents, establishing orders andmonitoring compliance. By improving dataaccuracy, they also spend less time updating
CONTACT:JODY PENDERActing DirectorDivision of ChildSupport EnforcementSystems(717) [email protected]
CORPORATEPARTNER:Deloitte Consulting
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DATA, INFORMATION &KNOWLEDGE MANAGEMENT
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NASCIO Recognition Award Finalists for 2010 include:
Cross-Boundary Collaboration and PartnershipsMichigan: Public Safety Communications SystemNew York: The Psychiatric Services & Clinical Knowledge Enhancement System(PSYCKES)
Data, Information and Knowledge ManagementMichigan: K-20 Improvement ProjectNew York: Smart 2010
Digital Government: Government to BusinessCalifornia: Leafy Green Inspection Tracking SystemColorado: Oil and Gas Permitting eFormWest Virginia: Division of Motor Vehicles Electronic Skills Testing Commercial Driver'sLicensing Testing
Digital Government: Government to CitizenMassachusetts: Health Connector - MAHealthconnector.orgMichigan: Helping Hand Portal
Digital Government: Government to GovernmentCalifornia: Water Information System (WINS): Improving the Efficiency andTransparency of Water BillingNorth Carolina: Window of Information on Student Education: Wave Three
Enterprise IT Management InitiativesMichigan: Business One-StopTennessee: The Virtual State of Tennessee
Improving State OperationsFlorida: MyFloridaMarketPlaceMichigan: Michigan Bridges
Information Communications Technology InnovationsColorado: Ahead of Its Time: The Colorado Statewide Digital Trunked Radio SystemNew York: 511NYVirginia: Virginia Interoperability Picture for Emergency Response (VIPER)
Open Government InitiativesColorado: Online Transparency InitiativesKentucky: Open Door WebsiteNorth Carolina: State Board of Elections Voter Portal
Risk Management InitiativesNorth Carolina: Protecting, Securing and Making NC Voter Data AvailableWest Virginia: Cyber Security Program
For more information on the finalists and all nominated initiatives, visitwww.nascio.org/awards.
FINALISTS
“The Nevada DMV’s Vehicle Identification Database is not only a system that works better thanthe third-party system it replaced, it saves the Nevada taxpayers more than $3 million a year.It’s a prime example of the innovation and skill of our state workers.”
Governor Jim Gibbons, State of Nevada
Also, prior to the implementation of thedepartment’s VID, diesel emissions stationswere not networked and used paper-basedDiesel Vehicle Inspection Report books. Thestations were required to submit to thedepartment paper copies of the certificates theyissued monthly.
The department’s Motor Vehicle InformationTechnology (MVIT) Division tackled thesystem’s problems in May 2006.Implementation of the VID began in July 2007and was statewide by April 2008. The web-based system connects both gasoline anddiesel emissions stations in real time forbusiness rules and certificate repository. Thedepartment’s access to data even during a testis a valuable tool in preventing fraud. The VIDalso allows the department to activate ordeactivate a station, inspector or analyzer with asingle key stroke.
Because the VID eliminated the third-partytransaction fee, Nevada motorists save inexcess of $3 million annually.
NEVADA: Department of Motor Vehicles’Vehicle Information Database
The Nevada Department of Motor Vehicles’Vehicle Identification Database (VID) is a web-based, real-time system that allowscommunication between the department’svehicle database and emissions testing stations.
More than 1.5 million vehicles in Washoe andClark counties, the two most populous countiesin the state, are required to pass an emissionstest in order to be registered. The emissionstesting stations throughout the state are, for themost part, privately owned.
In 2000, the department instituted a systemallowing motorists to renew the registrations ofgasoline-powered vehicles at emissions stationsand avoid an office visit, relying on a third-partycontractor to run the network. When a vehicle istested, the results are immediately transmitted tothe department. From the beginning, there weredifficulties with the system. Motorists paid acontractor transaction fee, and stations wererequired to reconcile their records with thecontractor’s records. Informational material hadto be printed and distributed, and minor changesin state law would often render the materialsobsolete. Updating the stations’ software wasdifficult, and adding a station required third-partycooperation.
CONTACT:EDGAR J. ROBERTSDirectorDepartment of MotorVehicles(775) [email protected]
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DIGITAL GOVERNMENT:GOVERNMENT TOBUSINESS (G TO B)
“Michigan has proactively taken steps to ensure that critical and essential government functionscontinue in the event of an emergency. This project has enhanced public safety while savingmillions of dollars, and can be a national model for reducing the risks associated withinformation technology consolidation and shared services.”
Governor Jennifer M. Granholm, State of Michigan
top of that, the state faces cable cuts, hardwarefailures, network changes, computer viruses, andhackers seeking financial gain. In addition,Michigan has seen historic budget shortfalls overthe past decade. This created another “storm” totraverse in safeguarding mission critical data andfunctions.
As a result, Michigan developed policies,procedures and strategies to address risksinherent with consolidation opportunities. Thisprogram enabled upgrading the monitoring andmanagement of essential business functions,establishing disaster recovery plans for theprotection of critical information in ourgovernment cloud. Despite revenue cuts, thestate significantly improved risk management.
The solution has the potential to be a nationalmodel for the reduction of risks associated withconsolidation, shared services and managingcloud computing environments. The processesand practices Michigan established create newopportunities to reach local partners, addressemerging federal cloud computing requirementsand offer important risk reduction to complexenterprise technology architectures.
MICHIGAN: The Government CloudProtection Program: Disaster Recovery
Services Transformed for the Perfect Storm
Michigan has consolidated data centers,information, and telecommunications into asignificant “government cloud” that supports allessential functions of the state. Theseenhancements have saved hundreds of millions ofdollars, but risks have increased, creating thepotential of a “perfect storm” to disrupt criticalbusiness operations. The Government CloudProtection Program addresses both traditional andemerging risks in a comprehensive and holisticmanner. This program sets a new standard forensuring that end-to-end government technologyis reliable despite unprecedented change.
From the events of 9/11/2001 to the 2003 powerblackout of the Northeast, from ice storms in 2008to the 195,580 daily email and spam attempts in2009, Michigan is bombarded by a wide variety ofthreats to operational stability. As technologysolutions became more vital to achieve businessresults, Michigan’s corresponding state ofreadiness grew to meet these expectations. From13 terabytes of storage in 2001 to 4.4 petabytesand “storage as a service” in 2010, the state’s datahas expanded at exponential rates. Otherchallenges include regulatory requirements forapplications, email, and electronic records. On
CONTACT:CAROL STEELESHERMANDirector, Data CenterOperationsDepartment of Technology,Management & Budget(517) [email protected]
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RISK MANAGEMENTINITIATIVES
“Governments are facing a tremendous, growing demand from citizens for transparency andeasier access to government services. The Minnesota Pollution Control Agency’s cutting edgework has not only met those demands, but it has also raised the bar on how we can usetechnology to engage with citizens.”
Gopal Khanna, Chief Information Officer, State of Minnesota
interface and find out information about all ofthe permits, projects, and registrations at asite, along with inspections, enforcementactivities, MPCA contacts, and links torelated information. If a user doesn’t knowwhat environmental issues are in theneighborhood, he/she can do a radiussearch just to see what sites might benearby and the environmental status forthose sites. Users also have multiple waysto download raw data.
The WIMN site also enables input fromanyone. A feedback form allows users tosuggest changes to the location of a site onthe map, or provide other information abouta site. This helps the MPCA achieve evengreater data quality. Training videos for thewebsite are posted on YouTube andembedded into MPCA’s help page. The sitemay be accessed atwww.pca.state.mn.us/wimn.
MINNESOTA: “What's in My Neighborhood?"Website Redesign Project
In 2009, the Minnesota Pollution ControlAgency (MPCA) launched a redesigned andvastly expanded “What’s in MyNeighborhood” (WIMN) website, a portal toall to the regulatory environmental activity inthe state. The WIMN site represents a hugeadvance in transparency about theenvironment in Minnesota, puttingenvironmental information into the hands oflocal people so they can learn and act locally.This project significantly advances the MPCAtoward achieving its strategic objective ofproviding access to usable data. This projectalso freed up resources at the MPCA to doother work.
Citizens, businesses, environmentalorganizations, local governments, and othersare able to directly access information aboutair, water and waste permits on more than150,000 facilities all over the state ofMinnesota. Users can search using an easy-to-use map interface or a text-based
CONTACT:SARA MUELLERProject ManagerData Analysis UnitData and PerformanceManagement Division(651) [email protected]
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OPEN GOVERNMENTINITIATIVES
“The C-IV System enhances and improves how California’s welfare caseworkers perform theirduties. With C4Yourself, residents of 39 counties in California can go online to apply for benefitsand maintain their case information, providing easy access to appropriate benefits for theneediest families in these tough economic times.”
John Boule, C-IV Project Director
� Speeding through thousands of eligibilitycriteria with an average response time ofless than four seconds.
� Applying current state and federal rules andregulations to determine eligibility andcalculate benefits clearly and consistently.
� Processing more than 5 million transactionsper day with an average response time ofless than two seconds.
� Processing accurate benefits of more than$250 million per month.
� Enabling automation of a tax interceptfunctionality which has resulted in collectionof an additional $10 million to date frompreviously uncollected overpayments.
� Enabling the real-time sharing ofinformation among caseworkers andadministrators.
� Providing automated updates from sourcessuch as child support and child welfaresystems.
� Adjusting payments and costs to reflect Cost ofLiving Adjustments and policy changes.
� Providing online California residents aninternet-based portal to apply for andrecertify eligibility for Food Stamps, TANFand Medicaid.
The C-IV System and C4Yourself set very highstandards for state automated welfare systemsand online application portals.
CALIFORNIA: C-IV: Providing Californians Accurate andEfficient Access to Health and Social Service Benefits
The process of administering California’snumerous statewide welfare programs was slow,time-consuming and fraught with the potential forerrors and lost cases. To address these issuesand others, the California Statewide AutomatedWelfare Systems (SAWS) Consortium IVdeveloped the C-IV System. Originally created fora four-county consortium, the C-IV System nowstreamlines the process of determining eligibilityfor more than 2 million state welfare recipients in39 counties. It is an excellent example of howleading-edge technology can help serve citizensmore effectively and efficiently.
C-IV is the first fully implemented, integratedweb-based eligibility and welfare-to-work systemin the country to use technology based onflexible, open standards. The project alsoreceived $3 million in grants from the Food andNutrition Service and the California MedicalServices Program to support a customer self-service application for Food Stamps, TANF andMedicaid called C4Yourself®.
The C-IV system enhances and improves howCalifornia’s welfare caseworkers perform theirduties, and extends the benefits of C-IV throughthe internet with C4Yourself, ultimately improvinghow citizens receive benefits. C-IV has broughtabout the following efficiencies:� Streamlining work for caseworkers.
CONTACT:KAREN RAPPONOTTIC-IV Deputy ProjectDirector(916) [email protected]
CORPORATEPARTNER:Accenture
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DIGITAL GOVERNMENT:GOVERNMENT TOCITIZEN (G TO C)
“Pennsylvania’s Statewide Radio Network is a leap forward in public safety and emergencyresponse. The network has proven itself time and again during major events such as the G20Summit in Pittsburgh in 2009 and large-scale emergencies such as the major snowstorms thathit the East Coast in February.”
Brenda Orth, Chief Information Officer, Commonwealth of Pennsylvania
� VoIP technologies encode and routedigitized voice and data traffic over thecommonwealth’s IP networks – bothwireless and private wide areanetworks.
� The design, development, operation andsupport of the new system would be theresponsibility of a single office dedicated tothat purpose, charged with deliveringwireless voice and data services to benefitall commonwealth agencies.
The commonwealth selected an innovative,leading-edge digital technology. It wasenormously promising in range and flexibility ofservices, features, and functions—but untestedand unproven. In September 2003, thePennsylvania statewide radio system,PA-STARNet, became operational. In reality,the commonwealth and the vendor developedthe next generation of public safetycommunications software that is now theOpenSky network.
The state has moved PA-STARNet aheadsignificantly with initiatives aimed at enhancinginteroperable communications, including systemcoordination, engineering coordination andconnecting all 911 centers to the PA-STARNet.
PENNSYLVANIA: STARNet
In the mid-1990s, the Commonwealth ofPennsylvania faced the prospect of replacing anaging analog radio system used by thePennsylvania State Police for statewide dispatchand patrol. Other agencies also used a varietyof separately purchased, deployed, operated,and maintained analog radio systems, usingdifferent technologies with limited ability tointerconnect.
After much study, the commonwealth made thefollowing key decisions:� Rather than replace existing systems one-
by-one and allow them to remain underagency control, the commonwealth woulddeploy a single system with transmitters andreceivers statewide, connected andmanaged centrally through a microwavenetwork.
� The new system would support both voiceand data communications, freelyintermingled, using Voice over InternetProtocol (VoIP) technology.� VoIP is the digital transmission of voice
communications through a data networkbased on Internet Protocol (IP).
� VoIP and IP routing technologies allowvoice and data communications to sharenetworks and thus increase spectralefficiency and reliability.
CONTACT:CHARLES BRENNANDeputy Secretary forPublic Safety Radio(717) [email protected]
CORPORATEPARTNER:Harris Corporation
INFORMATIONCOMMUNICATIONS
TECHNOLOGY INNOVATIONS
"This award recognition reflects the Department of General Services' DCLSProject team’s hard workand collaborative efforts. With this system, Virginia is a leader in leveraging technology toenhance the daily operations of the state laboratory by achieving system interoperability, improvedresponse times, and cost efficiency savings. I'm proud to see the Commonwealth honorednationally for implementing a new Laboratory Information Management system that
produces meaningful results that positively affect government agencies and the citizens of Virginia."Governor Bob McDonnell, Commonwealth of Virginia
standardized reporting. This data is used foroutbreak management, disease treatment andprevention, surveillance, emergency response,and law enforcement. The ability to rapidly andsecurely disseminate lab results allows keygovernment decision makers to use these datato protect the public’s health, as recentlyobserved during the H1N1 pandemic.
Use of common data standards, integrating labinstrumentation with LIMS, reduction in manualdata entry, and integrated audit and managementtools meant focus could shift to testing. Qualitycontrol and validation ensure compliance withGood Laboratory Practices and regulations. Barcode technology tracks samples. Highly complexworkflows and event-driven notificationsimprove turn-around times and responsiveness.Maintenance and support are simplified through acommon architecture. Data resides in adatabase configured for high availability andzero loss in a secure server environment.
LIMS allowed DGS to realize a one-timesavings of $260,000 and a 30 percent reductionin ongoing support costs was enabled. Theagency also was able to reduce its operatingbudget by $672,144 annually, critical in thecurrent fiscal environment.
VIRGINIA: Laboratory InformationManagement System (LIMS)
The Division of Consolidated LaboratoryServices (DCLS), within the Virginia Departmentof General Services (DGS), is the firstconsolidated public lab in the nation, providinglaboratory services for local, state, and federallaw enforcement, as well as emergencyresponse, health, environment, and consumerprotection programs. DCLS is at the core of thecommonwealth’s public health infrastructure,linking food safety, disease surveillance andprevention, and environmental health.
Previously, more than 6 million scientific testswere performed annually without coordination.Requests were received on 40+ multi-part forms,each containing 45 pieces of metadata. Datawas entered manually into a hundred disparatelegacy systems, and lab results were reportedon multi-part forms. Data standards were notenforced, query across applications was notpossible, and gaps restricted opportunities forefficient business processes.
An integrated, interoperable and comprehensiveLaboratory Information Management System(LIMS) was implemented in September 2009.Today, test orders are submitted electronically.The results are delivered to partner agencies,hospitals, physicians, and law enforcement using
CONTACT:VICKIE G. TYSONIT Project ManagerDivision of ConsolidatedLaboratory ServicesDepartment of GeneralServices InformationSystem Services(804) [email protected]
CORPORATEPARTNER:Oracle
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DIGITAL GOVERNMENT:GOVERNMENT TOGOVERNMENT (G TO G)
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“The Data Center Consolidation Initiative and the creation of a Cloud Infrastructure hasprovided an enterprise-wide solution for Utah’s technological needs. Utah has been able toreduce the number of data centers and servers, increase security and performance, save thestate $4 million annually ongoing, and opened the door to provide additional secure services toour local government partners.”
Kenneth Petersen, Chief Operating Officer, Department of Technology Services, State of Utah
information officer. The legislature also requiredthat all IT contracts be managed through DTS.In 2007, the CIO created the ArchitectureReview Board as a mechanism for developingand approving statewide technology standards.With the announcement that Utah would begindeveloping cloud services, a strategic cloudplan was developed and approved by theArchitecture Review Board.
In order to achieve its overall vision for cloudcomputing, Utah needed to accomplish threethings:� Change the IT culture to accept a new type
of computing environment� Implement a highly available, highly
scalable computing platform to supportprivate cloud services
� Initiate a process for identifying, selecting,and contracting for public cloud services
DTS is meeting these objectives byconsolidating data centers, virtualizing servers,and preparing a cloud platform that meets thedemands of swift provisioning required by Utahgovernment.
UTAH: Creating Utah's Cloud Infrastructure
Faced with budgetary challenges, the UtahDepartment of Technology Services (DTS) andthe Utah Legislature agreed to find a way toreduce the state’s technology budget by $4million. At the same time, a growing number oflocal governments, facing the same challenges,approached the state about less expensive waysto securely deliver an increasingly complex arrayof digital services.
Although Utah’s IT personnel had beenconsolidated into a single department, serversand data center functions remained scatteredacross 38 separate locations. This led to costlysupport, high utility costs, and inconsistentstandards for hosting services. The concept of acomputing cloud offered the potential to simplifyand add value in new and useful ways.
In August 2009, Utah CIO Steve Fletcherannounced that the state of Utah was preparinga private cloud that would deliver “hosted emailand web applications” to cities and countieswithin the state. In fact, Utah’s cloud strategyhas its roots long before that time and thestrategy is much deeper.
In 2005, the state had consolidated itstechnology assets into a single department,moving all state IT personal under the state chief
CONTACT:JIM MATSUMURADirector of InfrastructureDepartment ofTechnology Services(801) [email protected]
CORPORATEPARTNERS:HP, IBM, Oracle,VMware
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ENTERPRISE ITMANAGEMENT INITIATIVES
“This project has been a great success. From a reduced number of data centers to theimplementation of more modern technologies and improved efficiencies, the state has beenable to realize significant financial and operational benefits. The end result is higher servicelevels at a reduced cost for our agency customers and the tax payers of the State of Illinois.”
Don Warren, Project Manager, Data Center Consolidation and Server VirtualizationProject
improved service and availability, andsignificantly better operational efficiencies.
Server virtualization began in January 2008after the initial physical consolidations werecompleted in the primary data center inSpringfield. Most of the servers were more than10 years old and in desperate need ofupgrading/refreshing. There was also a need tobetter utilize power, cooling, and floor space. Adecision was made to installredundant/clustered virtualized server systemsutilizing blade server technology, SAN attachedstorage and water-cooled racks. Theconsolidation was designed to be fault-tolerantand scalable with the capability of full, off-sitedisaster recovery.
The project resulted in the virtualization of 854aging physical servers and the installation of190 new virtual servers for a total of 1,044virtual servers managed today.
The project also resulted in more efficientoperations at a reduced cost. Server uptimehas increased and server/storage provisioningtimes have decreased. Completion of theproject has resulted in an ROI totaling morethan $10,798,000 between July 2006 and May2010.
ILLINOIS: Data Center Server Consolidationand Virtualization Project
CONTACT:DON WARRENData Center OperationsExecutiveDepartment of CentralManagement ServicesBureau of Communicationand Computer Services(217) [email protected]
CORPORATEPARTNERS:CISCO, Dell, EMC, HP,IBM, VMware
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IMPROVING STATEOPERATIONS
In 2003, the State of Illinois faced a $5 billionbudget deficit and searched for opportunities toreduce costs. Legislation was written andpassed by the General Assembly with a goal ofcreating efficiency and reducing costs throughthe use of shared services.
The Bureau of Communication and ComputerServices (BCCS) within the Illinois Departmentof Central Management Services (CMS)conducted an analysis to determine severalpotential areas of cost savings and efficiencies.The state discovered that duplicate effortsthroughout the agencies could be eliminated andsavings realized by sharing and consolidating ITservices. Data center operation and servermanagement were identified as areas forsignificant potential savings.
The goal of the data center consolidation was tophysically consolidate servers into two primarydata centers: Springfield and Chicago. Begunin 2006, the project resulted in thedecommissioning of 22 substandard datacenter/computer rooms and a reduction of22,800 square feet of data center floor space.The move resulted in a significant cost reduction,
“The Data Center Consolidation Initiative and the creation of a Cloud Infrastructure hasprovided an enterprise-wide solution for Utah’s technological needs. Utah has been able toreduce the number of data centers and servers, increase security and performance, save thestate $4 million annually ongoing, and opened the door to provide additional secure services toour local government partners.”
Kenneth Petersen, Chief Operating Officer, Department of Technology Services, State of Utah
information officer. The legislature also requiredthat all IT contracts be managed through DTS.In 2007, the CIO created the ArchitectureReview Board as a mechanism for developingand approving statewide technology standards.With the announcement that Utah would begindeveloping cloud services, a strategic cloudplan was developed and approved by theArchitecture Review Board.
In order to achieve its overall vision for cloudcomputing, Utah needed to accomplish threethings:� Change the IT culture to accept a new type
of computing environment� Implement a highly available, highly
scalable computing platform to supportprivate cloud services
� Initiate a process for identifying, selecting,and contracting for public cloud services
DTS is meeting these objectives byconsolidating data centers, virtualizing servers,and preparing a cloud platform that meets thedemands of swift provisioning required by Utahgovernment.
UTAH: Creating Utah's Cloud Infrastructure
Faced with budgetary challenges, the UtahDepartment of Technology Services (DTS) andthe Utah Legislature agreed to find a way toreduce the state’s technology budget by $4million. At the same time, a growing number oflocal governments, facing the same challenges,approached the state about less expensive waysto securely deliver an increasingly complex arrayof digital services.
Although Utah’s IT personnel had beenconsolidated into a single department, serversand data center functions remained scatteredacross 38 separate locations. This led to costlysupport, high utility costs, and inconsistentstandards for hosting services. The concept of acomputing cloud offered the potential to simplifyand add value in new and useful ways.
In August 2009, Utah CIO Steve Fletcherannounced that the state of Utah was preparinga private cloud that would deliver “hosted emailand web applications” to cities and countieswithin the state. In fact, Utah’s cloud strategyhas its roots long before that time and thestrategy is much deeper.
In 2005, the state had consolidated itstechnology assets into a single department,moving all state IT personal under the state chief
CONTACT:JIM MATSUMURADirector of InfrastructureDepartment ofTechnology Services(801) [email protected]
CORPORATEPARTNERS:HP, IBM, Oracle,VMware
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ENTERPRISE ITMANAGEMENT INITIATIVES
“This project has been a great success. From a reduced number of data centers to theimplementation of more modern technologies and improved efficiencies, the state has beenable to realize significant financial and operational benefits. The end result is higher servicelevels at a reduced cost for our agency customers and the tax payers of the State of Illinois.”
Don Warren, Project Manager, Data Center Consolidation and Server VirtualizationProject
improved service and availability, andsignificantly better operational efficiencies.
Server virtualization began in January 2008after the initial physical consolidations werecompleted in the primary data center inSpringfield. Most of the servers were more than10 years old and in desperate need ofupgrading/refreshing. There was also a need tobetter utilize power, cooling, and floor space. Adecision was made to installredundant/clustered virtualized server systemsutilizing blade server technology, SAN attachedstorage and water-cooled racks. Theconsolidation was designed to be fault-tolerantand scalable with the capability of full, off-sitedisaster recovery.
The project resulted in the virtualization of 854aging physical servers and the installation of190 new virtual servers for a total of 1,044virtual servers managed today.
The project also resulted in more efficientoperations at a reduced cost. Server uptimehas increased and server/storage provisioningtimes have decreased. Completion of theproject has resulted in an ROI totaling morethan $10,798,000 between July 2006 and May2010.
ILLINOIS: Data Center Server Consolidationand Virtualization Project
CONTACT:DON WARRENData Center OperationsExecutiveDepartment of CentralManagement ServicesBureau of Communicationand Computer Services(217) [email protected]
CORPORATEPARTNERS:CISCO, Dell, EMC, HP,IBM, VMware
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IMPROVING STATEOPERATIONS
In 2003, the State of Illinois faced a $5 billionbudget deficit and searched for opportunities toreduce costs. Legislation was written andpassed by the General Assembly with a goal ofcreating efficiency and reducing costs throughthe use of shared services.
The Bureau of Communication and ComputerServices (BCCS) within the Illinois Departmentof Central Management Services (CMS)conducted an analysis to determine severalpotential areas of cost savings and efficiencies.The state discovered that duplicate effortsthroughout the agencies could be eliminated andsavings realized by sharing and consolidating ITservices. Data center operation and servermanagement were identified as areas forsignificant potential savings.
The goal of the data center consolidation was tophysically consolidate servers into two primarydata centers: Springfield and Chicago. Begunin 2006, the project resulted in thedecommissioning of 22 substandard datacenter/computer rooms and a reduction of22,800 square feet of data center floor space.The move resulted in a significant cost reduction,
“Pennsylvania’s Statewide Radio Network is a leap forward in public safety and emergencyresponse. The network has proven itself time and again during major events such as the G20Summit in Pittsburgh in 2009 and large-scale emergencies such as the major snowstorms thathit the East Coast in February.”
Brenda Orth, Chief Information Officer, Commonwealth of Pennsylvania
� VoIP technologies encode and routedigitized voice and data traffic over thecommonwealth’s IP networks – bothwireless and private wide areanetworks.
� The design, development, operation andsupport of the new system would be theresponsibility of a single office dedicated tothat purpose, charged with deliveringwireless voice and data services to benefitall commonwealth agencies.
The commonwealth selected an innovative,leading-edge digital technology. It wasenormously promising in range and flexibility ofservices, features, and functions—but untestedand unproven. In September 2003, thePennsylvania statewide radio system,PA-STARNet, became operational. In reality,the commonwealth and the vendor developedthe next generation of public safetycommunications software that is now theOpenSky network.
The state has moved PA-STARNet aheadsignificantly with initiatives aimed at enhancinginteroperable communications, including systemcoordination, engineering coordination andconnecting all 911 centers to the PA-STARNet.
PENNSYLVANIA: STARNet
In the mid-1990s, the Commonwealth ofPennsylvania faced the prospect of replacing anaging analog radio system used by thePennsylvania State Police for statewide dispatchand patrol. Other agencies also used a varietyof separately purchased, deployed, operated,and maintained analog radio systems, usingdifferent technologies with limited ability tointerconnect.
After much study, the commonwealth made thefollowing key decisions:� Rather than replace existing systems one-
by-one and allow them to remain underagency control, the commonwealth woulddeploy a single system with transmitters andreceivers statewide, connected andmanaged centrally through a microwavenetwork.
� The new system would support both voiceand data communications, freelyintermingled, using Voice over InternetProtocol (VoIP) technology.� VoIP is the digital transmission of voice
communications through a data networkbased on Internet Protocol (IP).
� VoIP and IP routing technologies allowvoice and data communications to sharenetworks and thus increase spectralefficiency and reliability.
CONTACT:CHARLES BRENNANDeputy Secretary forPublic Safety Radio(717) [email protected]
CORPORATEPARTNER:Harris Corporation
INFORMATIONCOMMUNICATIONS
TECHNOLOGY INNOVATIONS
"This award recognition reflects the Department of General Services' DCLSProject team’s hard workand collaborative efforts. With this system, Virginia is a leader in leveraging technology toenhance the daily operations of the state laboratory by achieving system interoperability, improvedresponse times, and cost efficiency savings. I'm proud to see the Commonwealth honorednationally for implementing a new Laboratory Information Management system that
produces meaningful results that positively affect government agencies and the citizens of Virginia."Governor Bob McDonnell, Commonwealth of Virginia
standardized reporting. This data is used foroutbreak management, disease treatment andprevention, surveillance, emergency response,and law enforcement. The ability to rapidly andsecurely disseminate lab results allows keygovernment decision makers to use these datato protect the public’s health, as recentlyobserved during the H1N1 pandemic.
Use of common data standards, integrating labinstrumentation with LIMS, reduction in manualdata entry, and integrated audit and managementtools meant focus could shift to testing. Qualitycontrol and validation ensure compliance withGood Laboratory Practices and regulations. Barcode technology tracks samples. Highly complexworkflows and event-driven notificationsimprove turn-around times and responsiveness.Maintenance and support are simplified through acommon architecture. Data resides in adatabase configured for high availability andzero loss in a secure server environment.
LIMS allowed DGS to realize a one-timesavings of $260,000 and a 30 percent reductionin ongoing support costs was enabled. Theagency also was able to reduce its operatingbudget by $672,144 annually, critical in thecurrent fiscal environment.
VIRGINIA: Laboratory InformationManagement System (LIMS)
The Division of Consolidated LaboratoryServices (DCLS), within the Virginia Departmentof General Services (DGS), is the firstconsolidated public lab in the nation, providinglaboratory services for local, state, and federallaw enforcement, as well as emergencyresponse, health, environment, and consumerprotection programs. DCLS is at the core of thecommonwealth’s public health infrastructure,linking food safety, disease surveillance andprevention, and environmental health.
Previously, more than 6 million scientific testswere performed annually without coordination.Requests were received on 40+ multi-part forms,each containing 45 pieces of metadata. Datawas entered manually into a hundred disparatelegacy systems, and lab results were reportedon multi-part forms. Data standards were notenforced, query across applications was notpossible, and gaps restricted opportunities forefficient business processes.
An integrated, interoperable and comprehensiveLaboratory Information Management System(LIMS) was implemented in September 2009.Today, test orders are submitted electronically.The results are delivered to partner agencies,hospitals, physicians, and law enforcement using
CONTACT:VICKIE G. TYSONIT Project ManagerDivision of ConsolidatedLaboratory ServicesDepartment of GeneralServices InformationSystem Services(804) [email protected]
CORPORATEPARTNER:Oracle
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DIGITAL GOVERNMENT:GOVERNMENT TOGOVERNMENT (G TO G)
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“Governments are facing a tremendous, growing demand from citizens for transparency andeasier access to government services. The Minnesota Pollution Control Agency’s cutting edgework has not only met those demands, but it has also raised the bar on how we can usetechnology to engage with citizens.”
Gopal Khanna, Chief Information Officer, State of Minnesota
interface and find out information about all ofthe permits, projects, and registrations at asite, along with inspections, enforcementactivities, MPCA contacts, and links torelated information. If a user doesn’t knowwhat environmental issues are in theneighborhood, he/she can do a radiussearch just to see what sites might benearby and the environmental status forthose sites. Users also have multiple waysto download raw data.
The WIMN site also enables input fromanyone. A feedback form allows users tosuggest changes to the location of a site onthe map, or provide other information abouta site. This helps the MPCA achieve evengreater data quality. Training videos for thewebsite are posted on YouTube andembedded into MPCA’s help page. The sitemay be accessed atwww.pca.state.mn.us/wimn.
MINNESOTA: “What's in My Neighborhood?"Website Redesign Project
In 2009, the Minnesota Pollution ControlAgency (MPCA) launched a redesigned andvastly expanded “What’s in MyNeighborhood” (WIMN) website, a portal toall to the regulatory environmental activity inthe state. The WIMN site represents a hugeadvance in transparency about theenvironment in Minnesota, puttingenvironmental information into the hands oflocal people so they can learn and act locally.This project significantly advances the MPCAtoward achieving its strategic objective ofproviding access to usable data. This projectalso freed up resources at the MPCA to doother work.
Citizens, businesses, environmentalorganizations, local governments, and othersare able to directly access information aboutair, water and waste permits on more than150,000 facilities all over the state ofMinnesota. Users can search using an easy-to-use map interface or a text-based
CONTACT:SARA MUELLERProject ManagerData Analysis UnitData and PerformanceManagement Division(651) [email protected]
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OPEN GOVERNMENTINITIATIVES
“The C-IV System enhances and improves how California’s welfare caseworkers perform theirduties. With C4Yourself, residents of 39 counties in California can go online to apply for benefitsand maintain their case information, providing easy access to appropriate benefits for theneediest families in these tough economic times.”
John Boule, C-IV Project Director
� Speeding through thousands of eligibilitycriteria with an average response time ofless than four seconds.
� Applying current state and federal rules andregulations to determine eligibility andcalculate benefits clearly and consistently.
� Processing more than 5 million transactionsper day with an average response time ofless than two seconds.
� Processing accurate benefits of more than$250 million per month.
� Enabling automation of a tax interceptfunctionality which has resulted in collectionof an additional $10 million to date frompreviously uncollected overpayments.
� Enabling the real-time sharing ofinformation among caseworkers andadministrators.
� Providing automated updates from sourcessuch as child support and child welfaresystems.
� Adjusting payments and costs to reflect Cost ofLiving Adjustments and policy changes.
� Providing online California residents aninternet-based portal to apply for andrecertify eligibility for Food Stamps, TANFand Medicaid.
The C-IV System and C4Yourself set very highstandards for state automated welfare systemsand online application portals.
CALIFORNIA: C-IV: Providing Californians Accurate andEfficient Access to Health and Social Service Benefits
The process of administering California’snumerous statewide welfare programs was slow,time-consuming and fraught with the potential forerrors and lost cases. To address these issuesand others, the California Statewide AutomatedWelfare Systems (SAWS) Consortium IVdeveloped the C-IV System. Originally created fora four-county consortium, the C-IV System nowstreamlines the process of determining eligibilityfor more than 2 million state welfare recipients in39 counties. It is an excellent example of howleading-edge technology can help serve citizensmore effectively and efficiently.
C-IV is the first fully implemented, integratedweb-based eligibility and welfare-to-work systemin the country to use technology based onflexible, open standards. The project alsoreceived $3 million in grants from the Food andNutrition Service and the California MedicalServices Program to support a customer self-service application for Food Stamps, TANF andMedicaid called C4Yourself®.
The C-IV system enhances and improves howCalifornia’s welfare caseworkers perform theirduties, and extends the benefits of C-IV throughthe internet with C4Yourself, ultimately improvinghow citizens receive benefits. C-IV has broughtabout the following efficiencies:� Streamlining work for caseworkers.
CONTACT:KAREN RAPPONOTTIC-IV Deputy ProjectDirector(916) [email protected]
CORPORATEPARTNER:Accenture
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DIGITAL GOVERNMENT:GOVERNMENT TOCITIZEN (G TO C)
“The Nevada DMV’s Vehicle Identification Database is not only a system that works better thanthe third-party system it replaced, it saves the Nevada taxpayers more than $3 million a year.It’s a prime example of the innovation and skill of our state workers.”
Governor Jim Gibbons, State of Nevada
Also, prior to the implementation of thedepartment’s VID, diesel emissions stationswere not networked and used paper-basedDiesel Vehicle Inspection Report books. Thestations were required to submit to thedepartment paper copies of the certificates theyissued monthly.
The department’s Motor Vehicle InformationTechnology (MVIT) Division tackled thesystem’s problems in May 2006.Implementation of the VID began in July 2007and was statewide by April 2008. The web-based system connects both gasoline anddiesel emissions stations in real time forbusiness rules and certificate repository. Thedepartment’s access to data even during a testis a valuable tool in preventing fraud. The VIDalso allows the department to activate ordeactivate a station, inspector or analyzer with asingle key stroke.
Because the VID eliminated the third-partytransaction fee, Nevada motorists save inexcess of $3 million annually.
NEVADA: Department of Motor Vehicles’Vehicle Information Database
The Nevada Department of Motor Vehicles’Vehicle Identification Database (VID) is a web-based, real-time system that allowscommunication between the department’svehicle database and emissions testing stations.
More than 1.5 million vehicles in Washoe andClark counties, the two most populous countiesin the state, are required to pass an emissionstest in order to be registered. The emissionstesting stations throughout the state are, for themost part, privately owned.
In 2000, the department instituted a systemallowing motorists to renew the registrations ofgasoline-powered vehicles at emissions stationsand avoid an office visit, relying on a third-partycontractor to run the network. When a vehicle istested, the results are immediately transmitted tothe department. From the beginning, there weredifficulties with the system. Motorists paid acontractor transaction fee, and stations wererequired to reconcile their records with thecontractor’s records. Informational material hadto be printed and distributed, and minor changesin state law would often render the materialsobsolete. Updating the stations’ software wasdifficult, and adding a station required third-partycooperation.
CONTACT:EDGAR J. ROBERTSDirectorDepartment of MotorVehicles(775) [email protected]
3
DIGITAL GOVERNMENT:GOVERNMENT TOBUSINESS (G TO B)
“Michigan has proactively taken steps to ensure that critical and essential government functionscontinue in the event of an emergency. This project has enhanced public safety while savingmillions of dollars, and can be a national model for reducing the risks associated withinformation technology consolidation and shared services.”
Governor Jennifer M. Granholm, State of Michigan
top of that, the state faces cable cuts, hardwarefailures, network changes, computer viruses, andhackers seeking financial gain. In addition,Michigan has seen historic budget shortfalls overthe past decade. This created another “storm” totraverse in safeguarding mission critical data andfunctions.
As a result, Michigan developed policies,procedures and strategies to address risksinherent with consolidation opportunities. Thisprogram enabled upgrading the monitoring andmanagement of essential business functions,establishing disaster recovery plans for theprotection of critical information in ourgovernment cloud. Despite revenue cuts, thestate significantly improved risk management.
The solution has the potential to be a nationalmodel for the reduction of risks associated withconsolidation, shared services and managingcloud computing environments. The processesand practices Michigan established create newopportunities to reach local partners, addressemerging federal cloud computing requirementsand offer important risk reduction to complexenterprise technology architectures.
MICHIGAN: The Government CloudProtection Program: Disaster Recovery
Services Transformed for the Perfect Storm
Michigan has consolidated data centers,information, and telecommunications into asignificant “government cloud” that supports allessential functions of the state. Theseenhancements have saved hundreds of millions ofdollars, but risks have increased, creating thepotential of a “perfect storm” to disrupt criticalbusiness operations. The Government CloudProtection Program addresses both traditional andemerging risks in a comprehensive and holisticmanner. This program sets a new standard forensuring that end-to-end government technologyis reliable despite unprecedented change.
From the events of 9/11/2001 to the 2003 powerblackout of the Northeast, from ice storms in 2008to the 195,580 daily email and spam attempts in2009, Michigan is bombarded by a wide variety ofthreats to operational stability. As technologysolutions became more vital to achieve businessresults, Michigan’s corresponding state ofreadiness grew to meet these expectations. From13 terabytes of storage in 2001 to 4.4 petabytesand “storage as a service” in 2010, the state’s datahas expanded at exponential rates. Otherchallenges include regulatory requirements forapplications, email, and electronic records. On
CONTACT:CAROL STEELESHERMANDirector, Data CenterOperationsDepartment of Technology,Management & Budget(517) [email protected]
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RISK MANAGEMENTINITIATIVES
“Child support is about more than money; it’s about improving the quality of life for children andfamilies throughout the commonwealth. The PAChild Support Portal has fundamentallytransformed the way parents interact with Pennsylvania’s child support program, as well as theway case workers do their jobs.”
Brenda Orth, Chief Information Officer, Commonwealth of Pennsylvania
case information. Further, the burden on othersocial service programs has been reduced byhaving the non-custodial parent contribute tothe child’s financial well being and medicalinsurance. Employers are able to provideaccurate information about non-custodialparents, enabling faster income attachmentwhich leads to increased collections. Theseimprovements in service have helpedPennsylvania become one of the leading childsupport programs in the country by making iteasy, cost effective, fast, and more accurate forcitizens to interact with the program.
The Realized Return on Investment� $1,462,268.40 saved due to customer
demographic updates.� Greater confidence in electronic service
delivery mechanisms such as e-disbursement and e-collections whichsaved $50,000,000 over five years.
� Approximately $7,810,000 saved throughreduced numbers of “no shows” toappointments.
� Approximately $430,000 saved as moneyon-hold is released to payees.
PENNSYLVANIA: Child Support Portal
In Pennsylvania, roughly 1 in 10 people areinvolved in the Department of Public Welfare’sChild Support Enforcement Program as acustodial parent, non-custodial parent,beneficiary or employer.
Customer service being a prime component ofprogram administration, it was evident thatcustomer “self- service” needed to be theprimary approach. But how can accurate, timely,and meaningful information be made available tochild support customers cost-effectively whileproviding personalized service to eachcustomer?
The solution was to provide citizens with acomprehensive “one stop” portal for 24x7 childsupport customer service and informationdelivery. This information must be consistentacross communication channels such asintegrated voice recognition, customer helpdesk, and web self service.
By reducing the time spent answering commonquestions, case workers now focus their time onlocating absent parents, establishing orders andmonitoring compliance. By improving dataaccuracy, they also spend less time updating
CONTACT:JODY PENDERActing DirectorDivision of ChildSupport EnforcementSystems(717) [email protected]
CORPORATEPARTNER:Deloitte Consulting
2
DATA, INFORMATION &KNOWLEDGE MANAGEMENT
11
NASCIO Recognition Award Finalists for 2010 include:
Cross-Boundary Collaboration and PartnershipsMichigan: Public Safety Communications SystemNew York: The Psychiatric Services & Clinical Knowledge Enhancement System(PSYCKES)
Data, Information and Knowledge ManagementMichigan: K-20 Improvement ProjectNew York: Smart 2010
Digital Government: Government to BusinessCalifornia: Leafy Green Inspection Tracking SystemColorado: Oil and Gas Permitting eFormWest Virginia: Division of Motor Vehicles Electronic Skills Testing Commercial Driver'sLicensing Testing
Digital Government: Government to CitizenMassachusetts: Health Connector - MAHealthconnector.orgMichigan: Helping Hand Portal
Digital Government: Government to GovernmentCalifornia: Water Information System (WINS): Improving the Efficiency andTransparency of Water BillingNorth Carolina: Window of Information on Student Education: Wave Three
Enterprise IT Management InitiativesMichigan: Business One-StopTennessee: The Virtual State of Tennessee
Improving State OperationsFlorida: MyFloridaMarketPlaceMichigan: Michigan Bridges
Information Communications Technology InnovationsColorado: Ahead of Its Time: The Colorado Statewide Digital Trunked Radio SystemNew York: 511NYVirginia: Virginia Interoperability Picture for Emergency Response (VIPER)
Open Government InitiativesColorado: Online Transparency InitiativesKentucky: Open Door WebsiteNorth Carolina: State Board of Elections Voter Portal
Risk Management InitiativesNorth Carolina: Protecting, Securing and Making NC Voter Data AvailableWest Virginia: Cyber Security Program
For more information on the finalists and all nominated initiatives, visitwww.nascio.org/awards.
FINALISTS
12
"The Universal Financial Aid System has transformed how students apply for the financial aidthey need to complete their college degrees. The system provides streamlined access to allfinancial aid programs in which a student may be eligible."
Governor Mike Beebe, State of Arkansas
Finally, the Department of Higher Educationpersonnel manage the eligibility and awardprocess for all aid programs within theadministrative components of the system thatreplaces outdated disparate databases andsystems previously used. Integration with third-party sources is a key success factor andincludes federal level FAFSA (family income)data, state level TRIAND high school transcriptdata, higher education institution enrollmentverification data, and state financial integrationfor automated disbursement of funds. Dataintegration eliminates manual processing anderrors, and also expedites the review and awardprocess.
This year, 125,000 applications were receivedthrough the system, an increase of more than441 percent over the previous year. $150million in aid was awarded to over 50,000college freshman, traditional, and non-traditionalcollege students due in part to recent passageof the Arkansas lottery, and legislative changesthat expanded many of the financial aidprograms. In the first year of operation, everyeligible high school graduate applying for aidreceived an award through the system.
ARKANSAS: Universal Financial AidManagement System
The Arkansas Department of Higher Educationworked with Governor Mike Beebe and theGeneral Assembly to improve the financial aidprocess for students looking to attend college forthe first time or continue with their education.
Millions of dollars in financial aid and scholarshipfunds went unused in Arkansas due to acumbersome paper process and more than 21different programs requiring individual processesand documentation. Students, parents, andcounselors were not always aware of variousprograms or how best to gain access and apply.
In a matter of minutes, students answer a fewbasic questions and the “YOUniversal” FinancialAid System determines aid for which they maybe eligible across all 21 programs. Studentsmay then submit one application, simplifying theprocess into one easy step.
The financial aid, scholarship, and loan awardingprocess is managed through the system whichelectronically notifies the student. Studentsmanage their financial aid profile throughout theirhigher education experience within a securestudent module.
CONTACT:DR. JIM PURCELLDirectorDepartment of HigherEducation(501) [email protected]
CORPORATEPARTNER:NIC
1
CROSS-BOUNDARYCOLLABORATION &PARTNERSHIPS
Cross-Boundary Collaboration andPartnershipsARKANSAS: Universal Financial AidManagement SystemSeated:Tara Smith, Dr. Jim PurcellSecond row, left to right: Phil Axelroth,Kassandra Mize, Elyse Price, Janet Grard,Lisa Smith, June Morgan, Wendy McCullarBack Row, left to right: Harold Criswell,Forest Boles, Daniel Pollock, Phil Billingsley,Bob Sanders
Data, Information and KnowledgeManagementPENNSYLVANIA: Child Support PortalLeft to right: Amy Wasko, Ed Heston, TeresaShuchart, Eric Cole, Jody Pender
Digital Government: Government toBusiness (G to B)NEVADA: Department of Motor Vehicles’Vehicle Information DatabaseFront row, left to right: Estrella Coulter, LouiseRoberts, Arun KumaranBack row, left to right: Prashanth Vankalapati,Praveen Madhusudhanan, Asit Kumar, NancyLinna, Leonardo Castano Duque, LloydNelson, Edgar Roberts, Director
Digital Government: Government toCitizen (G to C)CALIFORNIA: C-IV: Providing CaliforniansAccurate and Efficient Access to Health andSocial Service BenefitsFront row, left to right: Jerry Nielson, KarenRapponotti, Sejla Begic, Jason HortonMiddle row, left to right: Lawrence Chiu, MilindNirgun, Sam PetersonBack row, left to right: Matt Gross, Ben Mackin
Digital Government: Government toGovernment (G to G)VIRGINIA: Laboratory InformationManagement System (LIMS)Left to right: Melody Morton, Tasneem Hyder,Willie Andrews, Sam Martin, Kim Turner, DennisNettesheim, Tony Williams, Linda Hines, VickieTyson, Maurion Edwards, Ed Shaw, MazharAbbas, Dr. Jim Pearson
Enterprise IT Management InitiativesUTAH: Creating Utah's Cloud InfrastructureLeft to right: Stuart Roundy, Joe Tripp, ChrisKunde, Darrus McBride, James Kammeyer,Jonathan Foster, Devin Calcut, TerryForsgren, Richard Madsen, Tim Cornia, JimMatsumura, LaRon Taggart, Aaron Jeter,Adam Sorenson, Greg Jackson
Improving State OperationsILLINOIS: Data Center Server Consolidationand Virtualization ProjectPictured: Members of the ServerConsolidation & Virtualization Team, Bureauof Communication & Computer Services,Central Management Services, State ofIllinois
Information CommunicationsTechnology (ICT) InnovationsPENNSYLVANIA: STARNetSeated, left to right: Holly Caudill, Robert Dowell,Hector Lara, Debra EagleStanding, left to right: Bob Barnham, AaronBadowski, Adam Repsher, Jim Morey, JohnSkudalski, Leo Keenan, Clint Heiser, FranklinMoore, Bob Lesniewski, Teresa Nelson, AlanAbt, Charlie Brennan, Jim Parcels, JackSeefeldt, Brad Bomer, Dave Forster, ShamekaGooding, Greg Steckel, Mark Wrightstone, SteveKuller, Keith Leto, Jesse Henry, Michael Snyder
Open Government InitiativesMINNESOTA: “What's in My Neighborhood?"Website Redesign ProjectLeft to right: Tad Schindler, David Fawcett, GregSiems, Karin Erickson, Reid Gagle, Sherry Liu,Leslie Goldsmith, Sara Mueller, Jason EwertNot pictured: Myrna Halbach, Joan deMeurisse,Rick Newquist
Risk Management InitiativesMICHIGAN: The Government CloudProtection Program: Disaster RecoveryServices Transformed for the Perfect StormFront row, left to right: Donald E. Hertzske, CarolSteele Sherman, David BorzenskiSecond row, left to right: Jason Nairn (Sponsor),Stacey Nieto, Matt Caterino, Stephen M. Doerr,Jim Kanya, Daniel J. Lohrmann (Sponsor)Not pictured: Jon Anderson and John Patterson
PHOTO IDENTIFICATION
201 East Main Street, Suite 1405, Lexington, KY 40507 � P: (859) 514-9153 � F: (859) 514-9166 � www.nascio.orgAll rights reserved.© NASCIO, 2010
Cross-Boundary Collaboration & PartnershipsThis category addresses identifying, planning, coordinating, sharing, integrating or joining up formerlynon-integrated IT-related organizational goals and strategies. These could include governance andmanagement, policies, business processes, data and information, systems and applications,services, technologies and infrastructure.
Data, Information & Knowledge ManagementThis category covers strategies, processes, applications, solutions, initiatives or programs that create,use, process, leverage, archive or manage data, information, content, knowledge and intellectualvalue, property or capital. Outcomes and benefits may include the provision of information-relatedcontent and services, as well as support for the development of policies, performance assessments,funding, decision-making and making government more transparent and/or inter-connected.
Digital Government: Government to Business (G to B)This category addresses innovative applications that foster improved interaction between governmentand business, including better service at less cost to business for regulatory compliance, newbusiness formation, and day-to-day government-to-business interactions.
Digital Government: Government to Citizen (G to C)This category covers governmental applications that provide innovative services or communicationchannels for citizens, provide for open government, increase government's efficiency and/or stimulatecitizen engagement and interaction.
Digital Government: Government to Government (G to G)This category addresses digital government initiatives aimed at enhancing intergovernmentalcollaboration, planning, performance, transparency, fiscal accountability, cross-jurisdictional servicesand intergovernmental transaction processing.
Enterprise IT Management InitiativesThis category encompasses state efforts to plan, organize and execute enterprise-wide technologyinitiatives. The focus should be on solutions that employ policies, best practices and processes forenterprise change management, workforce development, governance, or transformation of service delivery.
Improving State OperationsThis category covers technology initiatives and business process improvements implemented tomake government operations more efficient and effective. Because “States Run on IT” as describedin NASCIO's 2009 document, nominations in this category should emphasize how IT has played acritical role in transforming government operations.
Information Communications Technology (ICT) InnovationsThis category covers initiatives or services that leverage communication technologies to transformgovernment or promote economic development, interoperability and improved quality of life. This maybe accomplished by facilitating or providing communications capabilities that increase citizen access,enable state government to operate more efficiently and effectively or offer more innovative,responsive, and personalized services to citizens. Initiatives or services could be unique uses ofcurrent technology or the application of leading-edge technology.
Open Government InitiativesThis category addresses efforts to make government more transparent and accountable and tostimulate civic engagement. Submissions can include any type of electronic interface and maydemonstrate unilateral initiatives as well as two-way communication capabilities.
Risk Management InitiativesThis category incorporates IT security and privacy as strategic state initiatives, as well as disasterrecovery planning (DRP) and continuity of government (COG) operations. It encompasses initiativesthat help states prepare for major incidents such as natural or man-made disasters, cyber attacks,pandemics or major infrastructure failures. Testing and mock exercise results can be included as bothpart of execution (adapting plan) and outcomes.
AWARD CATEGORIES
Co-Chairs:
Brenda L. Decker, State of NebraskaJerry Fralick, State of North Carolina
Claire Bailey, State of ArkansasTim Brett, INPUTJohn Bunn, MicrosoftOrrin Butterfield, State of MinnesotaRoss Chevalier, Novell IncBreck DeWitt, EMC CorporationLarry Free, Gartner IncChristian Fuellgraf, Grant Thornton LLPAnne Gregory, IntelJerry Hair, Deloitte Consulting LLPViann Hardy, MAXIMUS IncMichael N. Hogarth, ESI InternationalDirk Huggett, State of North DakotaKarla Hulett, Accenture
Gregory Jackson, CGI Technologies &Solutions IncKeith Johnson, Oracle USA IncBob Kennedy, Compuware CorporationRichard Leadbeater, ESRIDave Maxwell, State of MaineKathy Moore, State of West Virginia
Michael Moore, EquaTerraPatrick Moore, State of GeorgiaPatricia O'Donnell, JPMorgan Chase
Brenda Orth, Commonwealth of PennsylvaniaAlana Owen, State of OklahomaAndris Ozols, State of MichiganJohn Punzak, Red HatChristy Quinlan, State of CaliforniaStacy Roland, Verizon BusinessCarter Schoenberg, Motorola
Emily Hines Seibert, Commonwealth of VirginiaRico Singleton, State of New YorkAyanna Smith, District of ColumbiaLoni Kao Stark, Adobe SystemsBrett Stott, NICTony Tortorice, State of WashingtonKathy Twomey, Citrix SystemsRobert D. Woolley, State of UtahDouglas M. Young, State of MissouriBrad Zerbe, State of Arizona
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